 |
Reserve your praise for specific behaviors and results deserving of celebration and congratulation. Do not use praise as a lead-in to a confrontation.
|
144 |
 |
Telling someone what emotion his or her behavior evokes in you is intimate and disarming.
|
150 |
 |
When we confront behavior with courage and skill, we are offering a gift. And, of course, it goes both ways.
|
161 |
 |
The smart part of us sets up things for us to do that the not-so-smart part responds to almost automatically, creating behavior that produces high-performing results.
|
86 |
 |
We trick ourselves into doing what we ought to be doing.
|
86 |
 |
Your personal system and behaviors need to be established in such a way that you can see all the action options you need to see, when you need to see them.
|
192 |
 |
Contrary to popular wisdom and behavior, conflict is not a bad thing for a team. In fact, the fear of conflict is almost always a sign of problems.
|
38 |
 |
Confronting someone about their behavior… involves a judgment call that is more likely to provoke a defensive response.
|
59 |
 |
Conflict is about issues and ideas, while accountability is about performance and behavior.
|
60 |
 |
Tolerating behavior that flies in the face of core values inspires cynicism and becomes almost impossible to reverse over time.
|
170 |
